Professional Communication

I come from a low-context culture as I have grown up with more value on being clear and to the point when communicating. Unlike high-context communication cultures which have a large emphasis on tradition and ceremony (Barnett, 2008). I personally relate the high-context culture of communication with more of the Asian cultures as they are hugely impacted on the respect for elders and not embarrassing or causing conflict in comparison to Caucasian culture where people are very upfront and do not shy away from conflict as they say exactly what they mean and consideration for how it may make one feel is not of the highest priority. Caucasian cultures also have less of a focus on tradition and ceremonies and can be seen as a time consuming nuisance, as people are all too happy to celebrate their own successes but when it comes to others they have no time to congratulate them. Generally in New Zealand this is called ‘Tall Poppy Syndrome’. This can make individuals in society feel that they cannot feel open to communicate their success this would dramatically have a large impact on the context influence of their paths of communication.

The Four F’s of Assertive Communication-

The Four F’s of assertive communication is a theory or a way to guide someone to respond fairly and considerately to the person of whom they are communicating with. These four ways can transform a conversation without bringing other issues into the conversation leading to the issue digressing into a potential confrontation (Barnett, 2008).

The first step is to stick to the Facts, by doing this the person you are communicating with will fully understand what is being discussed and if you are struggling to explain the scenario or your point of view on the situation it can be helpful using an example to gain a shared meaning of those facts. It is important to be neutral and limit conflicting facts, especially to avoid a feeling of being attacked from the other person’s point of view. In saying that this is the first step I strongly believe if you have enough time before responding to anyone in a business or work related scenario it is important to prepare what you are going to talk about as it shows you have considered all options and that you care about what is being said (Barnett, 2008, p. 210).

The second step is Feelings. This step is crucial for both sides as the consequences of their actions have an effect on both parties and if you put it into terms of ‘I feel this action has happened….’ This cannot be denied by both parties as it is a feeling and no one can change the impact of actions on how someone feels. It keeps it personal but not in an ‘attacking’ manner (Barnett, 2008, p. 210).

Thirdly Focus on action. This is a chance for the communicator to pose to the receiver what exactly they want them to do to change in order to avoid the conversation being repeated allowing for both parties to move on (Barnett, 2008).

The final ‘F’ is Feedback, as all forms of communication is a two way process and to be fair there needs to be a chance for the person you are communicating with to respond to what is said. This

can aide the conclusion of the matter and show both parties what has been learnt from the issue bought up (Barnett, 2008, p. 210).

An example of when I have (unknowingly might I add) used the Four F’s of assertive responding would be when I have been managing a team of staff for a small organisation and have had to hold disciplinary action meeting with an employee to discuss how they have not maintained the code of conduct set by the organisation. As I can be empathetic to their situation it was crucial I remained neutral for the best interest for the organisation, yet I needed the employee to feel comfortable enough to be honest, but also so they could learn that the consequence made me feel absolutely let down, as they were under my management and it made the team of employees look like novices when dealing with members of the public. As the situation was unique the Focus on action was clear and their response was that the meeting and addressing the situation was well approached which made me feel relieved as I did not want them to feel it was a personal attack against their personal ethics.

When I decided to make a career change I was offered a job sewing for a company, this was for a lot less money than I was earning at the time. This job sounded mind numbing and I would have far less responsibility, resulting in balancing out my life to a lot less stress which was my personal motivation. When I was approached with this job I originally said no due to the low pay and I kissed that offer good bye. As time went on I decided to try my luck at negotiating the pay as I knew they were desperate to fill the position and I knew I was more than capable of the outline of the job. Without knowing I negotiated with the Integrative strategy. When I originally turned down the job I had already done the preparation of what I wanted and what I was willing to give up as the pay bracket and hours were appealing to me after working consistent 16 hour days, 6 days a week. I had decided what my personal limitations were and the conditions I needed to make the transfer in career, at this point I also knew the art of sewing was and is a dying form of people my age who don’t have children and other attachments to their life. So I knew I would be an asset to the team. After thinking for a day or two I gathered the guts to be cheeky by negotiating raising the hourly wage. Having known prior to the discussion stage that they would be hard pressed to find someone to fill the position in the time frame they had, this gave me leverage on the situation but I wanted to make sure that both parties in the negotiation were getting a fine arrangement. The discussion stage of the negotiation went from communicating on the phone, where I mentioned to them if the pay rate was higher I would consider an interview; to an interview and trial within 24 hours of hearing they would raise the rate. There was a short period of stage 3; Bargaining, as the organisation had a manager who was desperate to keep the product flow going and the human resource manager who had to keep wage costs as low as possible while also filling maternity leave for another position. My proposal to pay me more than other staff felt fair as I knew the skill I possessed was not one many had, I also could not start straight away and they needed someone as soon as possible that could sew and only wanted to fill a certain period of work, fixed term contract. The conditions for both parties were met after the discussion and bargaining stages, meaning the deal had been closed and everyone was happy creating a successful experience of Integrative Strategy Negotiating.

Investigating Organisational Culture

By asking these questions you can determine the characteristics of the culture at Solid Energy:

1. Do you feel that in your job you are encouraged to be innovative and take risks?

If they answer they feel they are encouraged to be innovative this means Solid Energy highly values a Risk Orientation, this is one of the defining features of their unique culture which encourages staff to look at ways to improve their performance (McLaughlin, N.D).

The impact this type of culture would have on Solid Energy would be if the employees feel they can have innovative freedom to be more efficient in their job they would feel like they matter to the organisation and have contributed to the efficiency of the company (McLaughlin, N.D).

2. Do you find Solid Energy organises work in groups involving teamwork?

If they feel the organisation likes to operate in teams rather than individuals they are taking the Collaborative Orientation and companies that value this tend to have a positive relationship with their co-workers and managers making the work environment a more positive experience(McLaughlin, N.D).

The impact of this type of culture would be ideal for any large organisation but is not always the most practical option but if solid Energy could integrate some group work they could have a lot of well-motivated employees that feel appreciated from their managers (McLaughlin, N.D).

3. Do you feel that Solid Energy place a great deal of importance on how senior management’s decisions affect employees within their organisation?

1

2 65431

Less Innovative Highly Innovative

2 65431

Individual Group work

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Lack of Importance Highly Important

Organisations that do consider this are of a Fairness Orientation and also value their employees and treat them respectfully and with dignity (McLaughlin, N.D).

If the culture is fairness orientated the organisation would not be questioned on their ethics on fairness and this would cater to the individual needs of the employees to feel part of decisions that they are not actually involved in giving them pride and ownership of the organisation they work for(McLaughlin, N.D).

4. Do you feel you are encouraged to be assertive when dealing with companies you compete with in the energy industry?

Organisations that tend to let the employees be more assertive or slightly aggressive in a market tend to be of Competitive Orientation and highly value outperforming the competition at all costs(McLaughlin, N.D).

This is a type of culture that can easily measure success but on a negative note can be a bit disappointing for those on the sales front if they are not a naturally aggressive nature and doesn’t measure the successes of other departments’ very well (McLaughlin, N.D).

5. Do you feel when you are working at Solid Energy you are limited to getting the results that are expected of you?

If they feel Solid Energy monitors results in such a manner they are focused on Achievement Orientation which is a ‘Whatever it takes to get the sales’ approach (McLaughlin, N.D).

Again can be a brutal approach to successes in the organisation but you have to be in it to win it and there is nothing like a bit of healthy competition when it comes to being a prospering organisation. The individual making the decision to make the sale at whatever cost has to be trusted so potentially someone in this role will feel privileged to be trusted to make these decisions to gain some achievement (McLaughlin, N.D).

2 65431

Submissive Assertive

2 65431

Limited Highly Achievable

Sustainable Development and Ethics

In New Zealand mining can be seen as a sustainable development dilemma due to the fact that we are an isolated country in the corner of the world and have some of the cleanest burning coal. The dilemma being; Yes, we have great coal but the need for it is mainly via exporting this amazing coal to countries on the other side of the world, thusly polluting the air with the coal use and secondly polluting via transportation. For example as coal is needed in large volumes to heat for the production of steel in China, which in turn gets returned back to New Zealand. As the most economical way of transporting (shipping) large volumes of coal is causing pollution. This takes a long time to be delivered making it a consistent chain of pollution not only to the ozone but also to the ocean and being via shipping there is a chance of an oil spill also. As exporting is the ideal profit making margin due to the overseas demand for clean burning coal, New Zealand is contributing to the global epidemic of pollution. New Zealander’s are torn they don’t want to keep polluting air and water ways but also they don’t want their fellow New Zealand’s to be put out of a job as the price of coal keeps falling due to the oversupply to the industry. Even if the demand picks up do New Zealand’s want to coal mining industry to expand damaging more ecosystems in New Zealand or are they happy with utilising the mines that already exist and to carry on the dynamics of exporting and polluting?

The Influence of Personal Ethics on Solid Energy Managers -

When being a manager of Solid Energy, the personal ethics of the individual should not affect their decisions about sustainable development in terms of an energy company; in an ideal world it would be good to have similar ethics as the company. As it is seen to be unethical to let your personal ethics effect the decisions you make for the organisation you work for as the decision must be made in the interest of the organisation. But at the same time you are a member of the society and you do represent the wider demographic you cannot take your personal ethics to be one hundred percent right to everyone (Authority, N.D).

As the idea of being a sustainable human is becoming more apparent to the individuals in society, we are now considering, more than ever, the effects this generation and predeceases have on the environment and economy. It is now becoming more crucial for large organisations to commit to having a long term consideration for the sustainable development of the organisation. “And when you think of the world as a system over time, you start to realize that the decisions our grandparents made about how to farm the land continue to affect agricultural practice today; and the economic policies we endorse today will have an impact on urban poverty when our children are adults.” (Development, 2013). Here it is discussed as seeing the world as a system and when we think of the world as this ‘system’ we are considering the effects of our decision making on the ‘system’. If an individual values individual wealth to be a personal value in their ethics they will try to achieve this at any cost therefore making decisions as a manager for Solid Energy they will decide in light of making the organisation a profit at any cost if there value is not ‘next generation’ focussed. This decision making would be an asset to the organisation if their personal ethics are comparable to the organisations ethics. As it is discussed in this article “From the point of view of employees, management sets the tone and shapes the overall working environment. It's easy to sow the seeds of unethical behaviour into the minds of subordinates, especially if the people who sign the pay checks are not setting a good example.” (Page, N.D) It is crucial that managers can understand the ethical behaviour of the company to avoid misinterpretation of the organisations

ethics and having these ethics available at all times, for example through a code of conduct, to all management allows less chance of the managers making a decision based on what they personally find ethical. It’s said that this can be avoided in large organisation “a steadfast organizational leadership has the capacity to unify diverse ethical opinions of its employees. This is done through the creation of policies that promote ethical practices and the establishment of sanctions for unethical behaviour.” (Wicks, N.D). If the organisation has policies for their ethical outlook, managers will feel less convicted to make decisions on their personal ethics.

Cultural, Heritage and Social Sustainability

In New Zealand the tourism industry boosted the economy through the international visitors’ total expenditure by $10.3 billion in the year ending March 2014. This was up 7.4% on the previous year(Zealand, 2014). So what are the tourists expecting to see when they come from the other side of the world?

One thing is for sure they have not travelled that far to see stripped ecosystems from the effects of mining. Do we continue eradicating the natural surroundings of our ‘Clean and Green’ image or do we jump in head first to try and redevelop these areas to what they used to be. As the price of coking coal drops and the threat of job losses rise, action needs to take place for the people not unlike ourselves. We are torn into making money utilising the naturally occurring fossil fuels and those people keeping their jobs but also the image New Zealand has placed upon themselves marketing to the international visitors. We can’t have our cake and eat it too you ask? In an ideal world there could be every chance at pulling this off had the plan been put into action years ago. But in New Zealand something has to give. I feel as though the demand for exporting coal has dropped due the value plummeting, maybe this is our sign that we need to treasure and protect our environment for the future. Can we look at this as an option for the Government to do some damage control before international visitors have their experience ruined? Mining defiantly does NOT fit into New Zealand’s ‘Pure’ image and the need for coal is becoming extinct as people desire renewable energy. Stopping mining coal in New Zealand is not quite possible but maybe shutting the ones that are not utilised correctly creating less mining to suit the demand and re planting and filling in open cast mines to create a greener appearance would be more suiting. This could result in less job cuts and those that do lose their jobs could be relocated or utilised in the rejuvenating of the ecosystems around these mines. The greenwashing from the 100% Pure image the rest of the world has for us (under our own influence) is extreme, yes we have an amazing scenery on our doorstep but in those isolated areas we cast a shadow on ourselves hiding the emissions and giant carbon footprint we leave by sustaining the mining industry in New Zealand. Hydro dams are seen as a tourist attraction, a mine not so much.

The ‘100% Pure’ campaign suggests that we are unlike any other country and that we will supply these visitors with a ‘100% Pure experience’ like no other but we just the same as other mining countries. You just don’t have all the side effects pushed in your face.

What does New Zealand need to change in the next ten years? Well as I mentioned earlier the tourism industry boosts our economy greatly but we will not have that if mining is still depreciating landscapes in ten years’ time. We don’t want to be like other countries controlled by smog pollution, that is why we are a tourism destination. If coal mining would cease to exist tomorrow yes some would be out of jobs but the side effect would be far greater in a decade. If we start now we have that time to re right what has been wronged by the natural environment and re train those that have only ever mined, slowly making the art of coal mining a non-event. We have a whole decade to make these mines lush once again rather than eroding our part of the earth’s crust which does not grow back!

But this does not answer what we could do with the townships and ports that were built for the mining industry. We have to weigh up the costs and most would agree leaving our corner of the world in a slightly better position than it is in now is much more important than making the Government some money for a product that is rapidly becoming less desirable. We have ten years

to utilise, train and relocate or invent a new outlook for those miners who have only ever coal mined. Only 47% of our coal and it’s by products are being exported can we not transfer those miners skill set to making more renewable sources of energy? It’s debatable whether the manufactures that consume our coal will even notice New Zealand halting on exporting coal, therein lies that we are consuming more than 50% of the coal extracted can we not slowly change the way we use energy as a country, for the sake of the generations to come and the international visitors benefit making an active way to minimise pollution and really have a green image and reality?

Kotter’s Stage Process –

If we were to change the way New Zealand use the energy by eliminating the use of coal and therefore taking away the need for the exporting, a prime example of how this could be done through Kotter’s ‘8 step process for leading change’ as the first stage has already started with the price of coal plummeting the demand for the renewable energy increasing. Creating a sense of urgency is already started, as we no longer make the profits needed to keep the largest coal mining company in New Zealand functioning. We urgently need to change and the motivation has been sparked. Obviously if we were to make these changes a lot of people would resist this change but as humans some don’t adapt to change fast and in some cases at all. Changing is not an easy task but like all major decisions with ample planning, this process can begin. By identifying the opportunities for those involved this can also help motivate and have a positive spin on the benefits of this change.

The second stage of this process would be ideal to implementing change in the mining industry of New Zealand as this stage involves ‘Forming Powerful Collation’. If you seek the right type of people in positions of power such as politicians, environmentalist and the workers who were involved in Solid Energy’s higher level management the people who feel they are losing out on this decision will feel like their concerns are being heard by people of importance that can ‘meet them halfway’. As some of the people in this team will have expertise in certain areas this will ensure you have a strong team to lead the change.

Creating the Vision (Stage 3) with this team will be invigorating as they all will have different points of view and the team you have created will help supply a range of viewpoints. This will be a benefit in a way that all people affected will be considered. When at this stage the team of people leading the change will evaluate the values that ae key to this change for example creating the possibility of a better environment for the future generations.

Once the vision is secured and agreed upon the vision needs to be communicated. If it is communicated and reflected upon at all opportunities it will be kept fresh in everyone’s mind. This is how some of the best ideas are created but also some of the best conflicts can arise but this needs to be ‘shrugged’ off as not everyone will be one board to no fault of their own some people are just not visionaries. This leads to the fourth stage, removing obstacles. These obstacles can be packaged in many different forms as not every person that is immediately involved in the change will agree. These voices need to be removed from the situation as they do not compliment the vision but not forgotten. There is a bigger picture and in planning for this change it can help by

providing alternative options for those who do not see the vision at this stage. To give them an example of the damages caused by coal or show them a mine that has been restored to a more natural state after closing.

As the change is being implemented it is important to celebrate the little things. By creating short term goals this can help people see the future benefits of the change. For instance as closed mines are being replanted and natural wildlife is making it their habitat again. They could be celebrated as individual successes to keep the motivation of the change in progress.

The next stage is one of evaluating, Building on the Change, this is a chance to poke holes and strengthen those weak spots. By looking for ways to improve this will show why the change was needed. When rejuvenating old mines and recreating the ecosystems around the mines the people involved will be able to come up with new ways of returning the nutrients needed for the plants and wildlife to return. If employees found ways to efficiently do this this would be ‘Building on the Change’.

Anchoring the Change is the final stage and it is highly important as it confirms the reason the change needed to be made.

Using a Venn diagram provide examples of how Solid Energy does not meet the requirements of the quadruple bottom line of sustainability – Economy, Environment, Social/Cultural, and Governance.

Positioning and Buyer Decision Making Process

Mighty River Power – One of the largest electricity companies, generates 17% of NZ’s electricity, More than 90% of its electricity production is from renewable sources, 9 Hydro stations, 5 geothermal power stations and a multi-unit gas-fired station (one of the world’s largest geothermal power station owners) (Power, 2015).

‘Our business model is based on a partnership approach, both domestically and internationally. This model creates long-term sustainable value from the responsible inter-generational management of natural resources that are fuel for our electricity generation, for the benefit of our partners and their communities, our shareholders and our customers’ (Power, 2015).

Meridian Energy – The largest electricity generator in NZ, The most significant contributor to the GVT’s target of 90% renewable generation by 2025, Ten developed wind farms in NZ and Aus with the first wind farm on Antarctica, their hydro stations generate enough electricity to power 1.4 million hoes each year, Maama Mai solar farm (Energy M. , 2015).

“Meridian has Virtual Asset Swap (VAS) agreements with Mighty River Power and Genesis Energy.

Governance

-Poorly execution of snail

Relocation

Governance

-Portrayed to create fewer

emissions than they do.

SUSTAINIBILITY

Socio/Cultural

- Consideration of Stakeholders

- If mining is not continues communities will suffer

- Regularly cutting peoples jobs due to lack of demand

Economic

- No form of economical transportation of product- Being over $340m Debt as an S.O.E- Mines not operating at profit due flop in coal price- Usual consumers converted to other energy sources

Environmental- Disruption to ecosystems- Killing of wild life or endangered species (e.g. Snails)- Pollution-Deforestation; Birds/Wildlife have to relocate

Solid Energy

Trustpower

Genesis Energy

MeridianMighty River Power

Low Environmental Impact

High Environmental Impact

Low Sustainability

Highly Sustainable By asking this question

The VAS agreements encourage retail competition in New Zealand by providing retailers with

wholesale electricity at a fixed price in regions where they do not own substantial generation

assets. This allows retailers to compete in these regions while managing their wholesale market

risk.” (Energy M. , 2015)

Our largest contribution to reducing our greenhouse gas emissions is our 100 percent commitment

to building only renewable energy generation. With this commitment we play our part to reduce

the greenhouse gas intensity of New Zealand’s grid electricity. Using thermal fuel such as coal or

gas to produce a similar amount of electricity that Meridian generates would result in millions of

tonnes of CO₂ emissions rather than the tens of thousands we produce (Energy M. , 2015).

Meridian has voluntarily calculated the company’s ‘carbon footprint’ since 2001. Our reporting

processes are consistent with international standards and audited by Deloitte (Energy M. , 2015).

Genesis Energy – Generates electricity, trade electricity and natural gas, 31% interest in Kupe Joint

Venture (owns Kupe oil and gas field), NZ’s largest electricity and gas retailer to 650,000 customers,

Thermal generation at the Huntley Power station which is the largest electricity generation in NZ by

capacity; It is made up of two modern gas fired and two gas/coal fired generating units. Also has

Hau Nui Wind farm (Energy G. , 2015).

‘Genesis Energy and the Department of Conservation are working with the Lake Waikaremoana

Hapu Restoration Trust to develop and implement a biodiversity plan for the Waikareiti area.’

(Energy G. , 2015).

Trustpower - Supply electricity to over 206,000 customers nationwide. We own 630MW of hydro and wind generation throughout New Zealand, as well as Snowtown Wind Farm in South Australia. (one of the world’s best performing)

When comparing Solid Energy with other suppliers of energy you soon realise the way of the future is not through coal. Solid Energy’s competition are not even looking at the fossil fuels that load the environment with carbon emissions through generating, transporting and the use upon purchase by large national and international companies. The competition to create energy is through the use of renewable sources upon looking at these four other companies that generate power they follow far more sustainable practices. As hydro power generation is a more renewable source a lot of New Zealand’s large power generating companies are based around this source as it is a greener way to conduct energy. The four companies I have compared Solid Energy to are; Mercury Energy, Meridian Energy, Trustpower and Mighty River Power. All four companies do not just solely supply electricity through one source. They utilise nature and combine plants/farms of the geothermal, gas, wind and solar to provide the power generated at these plants. All of which are far superior ways to generate energy for a country. These energy companies are creating immense competition

for Solid Energy as they are combining multiple ways of power generation and Solid Energy is solely surviving off the mining of coal. As coal prices have plummeted the earth is still creating wind, water, sunshine and gas and extracting or generating energy through these sources is not harming the planet even half as much as coal emissions.

I have placed these energy suppliers in their plots according to the trend on the effects these companies have on the environment as this trend is becoming largely popular with consumers. Also the company’s; Mighty River Power, Meridian Energy, Genesis Energy and Trustpower have access to multiple sources of energy unlike Solid Energy. Meridian being placed as the best and very close in competition with Mighty River Power as they are locating their energy from two separate parts of the country North Island and South Island creating less need to transfer energy around the country.

Meridian Energy Marketing Mix -

Product: Renewable Energy; hydro, wind and solar.

Place: With the majority of their energy being generated in the South Island to have less of a carbon footprint by being a South Island customer.

Price: The price of power through Meridian Energy is set by the wholesale market. Meter cost is included in Meridian charges and also includes GST. Multiple ways to pay with options of Flexi Pricing and payment options, Level Pay, Fixed Rate or Variable. If new customers join online they receive an 11% discount.

Promotion: They target their ideal market through their advertising of a Welcome gift of $150 for people moving house.

Also in their advertising they make a special effort to show all the elements of nature that they capture to generate energy.

A type of customer Meridian Energy target through their marketing advertisement is young adults and families who have just move. These customers are environmentally conscious for their generation and their children’s. They are aware of pollution and carbon emissions and are in agreeance that renewable resource energy is the way of the future. These customers can easily search (Search for Product Information) for information on Meridian Energy by looking at their website as it is extremely informative, this would be a way seeking information externally. Meridian Energy can also be easily compared (Alternative Evaluation) to other energy suppliers on Consumer website using their Powerswitch application (Perreau, 2014).

When the buyer is deciding on what purchase is best fit for them, in terms of energy what type of energy source is in their opinion the best, it can be easily persuaded by Meridian Energy that they have the superior product and have made it unbelievably easy to research, join and pay (Product Choice and Purchase). Something that would help persuade consumers will be their internal want for the most environmentally friendly way of generating power. In the case of Meridian energy

they market this through their website and in their advertising as they are the company that is recognising the need to meet the Government’s target of 90% renewable generation by 2025.

As Meridian Energy have made it very easy to become one of their customers this would be ideal for the busy family or first home buyers as it is fast and easily done online, suiting the majority of their target market.

The Post Purchase Behaviour of the consumer with the use of energy may not be depicted until after the first full month of power use as consumers would judge their satisfaction of their choice after receiving their bill. The consumer may feel dissonance with their choice if they feel the price of their power per month is too high but I feel that Meridian have enough warnings and tips on their site to help their consumers keep their power bills low and also mention on their site that their price of power is set from the wholesale market which is update every half an hour (Perreau,2014).

They offer the most current power price, giving consumer’s assurance that it is the best possible price in a bid to eliminate ‘buyers regret’. The success rate of this decision takes longer than most purchases as the final dictator of the success of the decision is the bill for the month (Perreau,2014).

Reference List

Authority, I. A. (N.D). Personal Ethics . Retrieved from Immigration Advisors Authority: http://www.iaa.govt.nz/adviser/ethics-toolkit/index.asp

Barnett, S. O. (2008). Communication, Organisation and Innovtion. Auckland: Pearson Education New Zealand.

Development, I. I. (2013). Internatitonal Institute for Sustainable Development. Retrieved from What is Sustainable Development: https://www.iisd.org/sd/

Energy, G. (2015). Electric Companies. Retrieved from Genesis Energy: https://www.genesisenergy.co.nz/home

Energy, M. (2015). Power Companies Nz - Renewable Power Generation. Retrieved from Meridian Energy: https://www.meridianenergy.co.nz/

McLaughlin, J. (N.D). Study.com. Retrieved from What is Organisational Culture?: http://study.com/academy/lesson/what-is-organizational-culture-definition-characteristics.html

Page, D. (N.D). Small Business. Retrieved from Organisational Culture's Influence in Ethical Policies: http://smallbusiness.chron.com/organizational-cultures-influence-ethical-policies-37308.html

Perreau, F. (2014, October 25). The 5 Stages of the Consumer Buying Decision Process. Retrieved from Market Research, ConsumerBehaviour & Neuromarketing: http://theconsumerfactor.com/en/5-stages-consumer-buying-decision-process/

Power, M. R. (2015). About Mighty River Power. Retrieved from Mighty River Power: http://www.mightyriver.co.nz/Investor-Centre/About-Mighty-River-Power.aspx

Trustpower. (2015). Power Companies NZ. Retrieved from Trustpower: https://www.trustpower.co.nz/

Wicks, D. (N.D). Chron. Retrieved from Ethical Differences in the Workplace: http://smallbusiness.chron.com/ethical-differences-workplace-20017.html

Zealand, T. N. (2014). Tourism New Zealand. Retrieved from About the Industry: http://www.tourismnewzealand.com/about/about-the-industry/